Recently I was facilitating a
Strategic Planning workshop for an NGO where the founders of
the NGO along with other stake holders and employees debated
and discussed the Vision and values of the organization.
That is the first time I noticed how powerfully the
“Founders Syndrome” affected the organization and employee
ownership.
Founder’s Syndrome occurs when a single individual or a
small group of individuals build an organization struggling
hard through tough times, like in the case of a start-up
or in the case of a growth spurt. These situations often
require a strong passionate personality - someone who can
make fast decisions and motivate people to action.
In a way one of the biggest challenges faced by many
successful Indian organizations can be linked to Founders
Syndrome. Remember, Founder’s Syndrome isn’t necessarily
about the actual founder of an organization. The central
figure could be the person who took over from the founder.
Many Indian family run organizations are going global,
wanting to set world class bench marks, and leaping into the
next trajectory of growth. Now the founder needs to learn to
let
